Are you on shaky ground, or are you laying a solid, substantive foundation
that can withstand tumult?

Some say culture cannot be designed or deliberately created, but it doesn't
happen by chance.

Take Amazon or
Zappos, for instance. Both companies’ cultures are quite intentional, rather than
a fluky result of environment or personality. Their cultures are rooted in
and dictated by strong core values, and yours should be, too.

If you’re not sure where to start, or if you feel your culture is heading
in the wrong direction, reevaluate these seven crucial ingredients that can
make or break a culture:

Mission
describes the business you are in, including what you're doing and whom
you're serving.

Vision
defines where leaders want the company to go in the future.

Values
are the fundamental beliefs of the organization that guide your
employees. Values identify right and wrong, good and bad, and how to
interact with each other and with customers.

Guiding principles
are more specific than values in how they guide the organization; they
are more prescriptive in nature. Principles are objective "truths" or
"laws," whereas values provide a sense of direction.

Purpose
is the company's reason for being. It's typically stated in such a way
that helps employees understand the people the business is trying to
serve.

Legends
and lore can bolster camaraderie. It’s important to share stories about
how the company started or where it came from, as they help employees
feel a part of something bigger than just themselves.

Behavior
is driven by all of the above, but especially by values and principles.

When culture stands upon these seven pillars, it's most strongly reflected
in the last one: behavior. You can have the other six in place, but if
employees and executives fail to conduct themselves appropriately, the
whole apparatus collapses.

Behavior is impossible to predict, but there are ways to minimize risk.
Here are eight aspects to consider:

People. It starts with hiring those whose values and purpose align with the
organization's values and purpose. Culture fit is no joke. Hire for
attitude; train for skill.

Executive alignment. Executives are not exempt from culture fit. They are not “above the
law,” so to speak. Executives must lead by example and model the
behavior that they wish to see from their employees. If they don't live
the values, why should employees?

Servant leadership. Leaders must be willing to prioritize employees' needs over their
own. This is a basic tenet of any healthy culture.

Rules and policies. If policies are out of line with the core values of the business,
your employees will be confused. If your culture is strong, there's no
need for excessive rules and policies.

Metrics and measures. If your performance metrics are not aligned with your core values,
don't expect employees to follow them.

Rewards and recognition. Reward the behavior you want to see. Celebrate behaviors that support
and reinforce your culture and values.

Events and programs. Events, perks and programs should also reflect your core values. If
happy and healthy employees are important to your culture, consider
wellness programs and other initiatives that prioritize well-being.

Communication. The way executives communicate with employees—and the way employees
talk to each other—is a crucial aspect of your culture. It’s wise to
prioritize and invest in seamless, consistent, transparent internal
communications.

Here’s a quote from Shopify’s Brittany Forsyth: “Determine what behaviors
and beliefs you value as a company, and have everyone live true to them.
These behaviors and beliefs should be so essential to your core, that you
don’t even think of it as culture.”